Putting the Pieces Together: A Strategic Assessment of Global Bike Inc.’s Product and Process Innovation

Objective

The set of questions is designed to help you apply work systems theory as a holistic framework for understanding the work being done in an enterprise and integrate many of the process concepts, we have discussed this semester.

Preliminary

In answering the following questions, it may be very helpful to review the Global Bike Inc. Company Overview which is attached in the pdf below.

included as part of Chapter 1 (online textbook).

Report Specifics

Consider the integrated work system used by Global Bike, Inc. (GBI) to provide bicycles and accessories to the end customer (i.e. the bike rider). Based on your understanding of GBI over the semester, please answer the following questions:

1. Work System Snapshot

Create a detailed work system snapshot for GBI. Include all nine work system elements, plus the “Other Resources” element discussed in class. When describing processes and activities, reference the integrated process steps summarized in Chapter 9. For participants, draw on the roles and departments encountered in Chapters 3–8. For information, include key master data in the same chapters. For “Other Resources,” include additional inputs essential to the operation of the work system. Grading will weigh heavily on the Internal view of the work system since it focuses on much of what we have discussed this semester.

2. Exploring a New Product Line

GBI currently manufactures two types of bikes: Off-road bikes and touring bikes. Suppose GBI were to consider a new product line: smart e-bikes with GPS and performance tracking. Describe the nature of this new GBI product/service offering in terms of the following dimensions:

1. Goods,
2. Access to resources,
3. Service Actions.

3. Applying Technology to Product Differentiation

Revisit the smart e-bike product line introduced in Question 2. In no more than four sentences per item, explain how GBI might use information technologies to enable each of the following product attributes. Be sure to apply the terms correctly and connect your ideas to specific types of technology or digital functionality.

A. Customizable e-bikes (versus a simple commodity)

B. Controllable e-bikes (by the customer post-purchase)

C. Adaptable e-bikes (adjustable by the customer over time)

4. Standards and Value

New safety regulations for e-bikes have been proposed by the U.S. Consumer Product Safety Commission. How might compliance with these evolving standards affect GBI’s product value? What additional factors would shape consumer perceptions of GBI’s smart e-bike line?

5. Customer Diversity

Do all customers assess the value of a GBI product in the same way? Why or why not? Provide two distinct customer types and explain how their expectations may differ.

6. Supply Chain

If GBI were to consider the new product line: smart e-bikes with GPS and performance tracking, identify any new organizations that must become part of GBI’s supply chain to support production, distribution, or after-sales service of smart e-bikes. Classify each as upstream or downstream and explain their role in no more than two sentences each.

7. Direct-to-Consumer Sales

According to the GBI Overview reference which can be found in the attached pdf below, GBI currently distributes its bicycles exclusively through respected Independent Bicycle Dealers (IBDs), who provide technical expertise and customer support. GBI has used the internet primarily as an information and marketing platform, not as a sales channel.

Suppose GBI decides to launch a direct-to-consumer (DTC) eCommerce channel via its website.

1. What are the key implications for GBI’s fulfillment process? Consider aspects such as order processing, warehousing, shipping, inventory visibility, and customer returns.
2. What changes or new requirements would arise in the financial accounting process? Think about payment processing, taxes, revenue recognition, and potential fraud or refund issues.
3. Are there critical considerations in other process areas (e.g., customer service, production planning, IT infrastructure)? Identify at least one additional process that would be significantly impacted and explain how.

In your response, reference specific process elements from the SAP exercises and discuss how integrated systems could help GBI support this new channel.

8. Production Strategy and Process

If GBI begins manufacturing e-bikes in Mexico with final assembly in Texas, what strategy (make-to-order or make-to-stock) and production process type would best suit this setup? Why?

9. New or Changed Data Types

Assume the current configuration of SAP S/4HANA as used in the lab exercises. GBI is preparing to launch a new e-bike product line and a direct-to-consumer (DTC) eCommerce channel via its website.

Based on this new strategy, answer the following:

1. Organizational Data
2. Consider which new or modified organizational elements (e.g., sales organizations, distribution channels, divisions, plants, shipping points) may be required to support e-bike production and DTC fulfillment. For each element you propose, justify why it is needed and what role it plays in supporting the new strategy.
3. Master Data
4. What new or extended master data would be required (e.g., material master records for new e-bike models, customer master data for direct consumers, pricing conditions for online sales)? How might these differ from existing data for dealer-based sales? Address data relevant to sales, procurement, production, and financial processes.
5. Transaction Data
6. What new types of transaction data will be generated as a result of this change (e.g., sales orders, deliveries, customer payments)? Are there any major new data fields, document types, or process variations that need to be accounted for compared to GBI’s traditional B2B sales process?

In your response, refer to specific processes from your lab exercises and demonstrate how SAP’s data structures support business process execution and integration in the context of this new business model.

10. Understanding GBI via Porter’s Value Chain

Consider the organizational structure for GBI as shown in Figure 1 of the GBI Overview which in the attached pdf below. Consider the functions (activities) reporting to Co-CEOs John Davis and Peter Weiss. For the e-bike launch:

1. In the context of Michael Porter’s generic value chain, which of the functions (activities) described as reporting to the Co-CEOs would be considered primary activities? What role do such primary activities play in an organization’s value chain?
2. In the context of Michael Porter’s value chain, which of the functions (activities) described as reporting to the Co-CEOs would be considered support activities? What role do support activities play in an organization’s value chain?
3. Where would a materials planning function (activity) report and would this be considered a primary activity or support activity according to Porter? Why?

11. Capacity and Flexibility

Assume GBI increases output using overtime and third-shift labor. Does this demonstrate scalability, flexibility, or elasticity? Explain your reasoning and relate to the concepts discussed in lab exercises.

12. Operations Management Metrics

As the new VP of Operations, you’ve been tasked with monitoring the success of a new product launch. Identify three KPIs (i.e. performance measures) you will track and explain how positive or negative trends would influence your decision-making.

13. Human Resources and Work System Performance

What HR metrics should GBI’s VP of Human Resources monitor to improve work system performance? Explain how these metrics relate to employee effectiveness and overall operational outcomes.

14. Technology Leadership and Performance

You are the CIO at GBI. Identify three digital system performance indicators (i.e. Information and Technology performance metrics in work systems terms) you would monitor regularly and explain how each one contributes to process success (i.e. Processes & Activities performance in work system terms).

15. SAP Use and Optimization

What are three specific advantages GBI gains from using SAP S/4HANA? Propose at least two steps GBI should take to minimize user friction and increase the business value of SAP.

Note: User friction refers to anything that makes it harder, slower, or more frustrating for a person to complete a task or achieve their goal while using a system, website, application, or process.

1. Your deliverable is a single document, with all diagrams and discussions. Please label and answer each question in the format above. Use the Work System Snapshot format example in one of the attached pdf’s below. Up to 10 points of the final grade on this may be deducted if the professional format is lacking (e.g. spelling, grammar, appropriate use of bold, underscore, bulleted and numbered lists, page numbers, following answer format). Please include the question text above each answer.

Also make sure to take a look at the grading rubric which is in the grading rubric attached pdf below.

Don’t mind the word limit to this order, if you need to write more to complete this assignment then go for it. I will add any extra funds if needed.